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  • Adding class constraints to typeclass instance

    - by BleuM937
    I'm trying to implement the Cantor Pairing Function, as an instance of a generic Pair typeclass, as so: module Pair (Pair, CantorPair) where -- Pair interface class Pair p where pi :: a -> a -> p a k :: p a -> a l :: p a -> a -- Wrapper for typing newtype CantorPair a = P { unP :: a } -- Assume two functions with signatures: cantorPair :: Integral a => a -> a -> CantorPair a cantorUnpair :: Integral a => CantorPair a -> (a, a) -- I need to somehow add an Integral a constraint to this instance, -- but I can't work out how to do it. instance Pair CantorPair where pi = cantorPair k = fst . cantorUnpair l = snd . cantorUnpair How can I add the appropriate Integral constraint to the instance? I have a vague feeling I might need to modify the Pair interface itself, but not sure how to go about this.

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  • Will this cause a problem with different runtimes with DLL?

    - by Milo
    My gui application supports polymorphic timed events so that means that the user calls new, and the gui calls delete. This can create a problem if the runtimes are incompatible. So I was told a proposed solution would be this: class base; class Deallocator { void operator()(base* ptr) { delete ptr; } } class base { public: base(Deallocator dealloc) { m_deleteFunc = dealloc; } ~base() { m_deleteFunc(this); } private: Deallocator m_deleteFunc; } int main { Deallocator deletefunc; base baseObj(deletefunc); } While this is a good solution, it does demand that the user create a Deallocator object which I do not want. I was however wondering if I provided a Deallocator to each derived class: eg class derived : public base { Deallocator dealloc; public: Derived() : base(dealloc); { } }; I think this still does not work though. The constraint is that: The addTimedEvent() function is part of the Widget class which is also in the dll, but it is instanced by the user. The other constraint is that some classes which derive from Widget call this function with their own timed event classes. Given that "he who called new must call delete" what could work given these constraints? Thanks

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  • Unable to delete inherited entity class in EF4

    - by Coding Gorilla
    I have two entities in an EF4 model (using Model First), let's call them EntityA and EntityB. EntityA is marked as abstract, and EntityB inherits from EntityA. They are similar to the following: public class EntityA { public Guid Id; public string Name; public string Uri; } public class EntityB : EntityA { public string AnotherProperty; } The generated database tables look as I would expect them, with EntityA as on table, and then another table like: EntityA_EntityB Id (PK, FK, uniqueidentifier) AnotherProperty (varchar) There is a foreign key constraint on EntityA_EntityB that references EntityA's Id property, no cascades are configured (although I did try changing these myself). The problem is that when I attempt to do something like: Context.DeleteObject(EntityA_EntityB); EF attempts to delete the EntityA_EntityB table record before deleting the EntityA table record, which of course violates the foreign key constraint on EntityA_EntityB table. Using EFProfiler I see the following commands being sent to the database: delete [dbo].[EntityA_EntityB] where (([Id] = '5c02899f-09ea-2ed9-d44b-01aef80f6b64' /* @0 */) followed by delete [dbo].[EntityA] where ([Id] = '5c02899f-09ea-2ed9-d44b-01aef80f6b64' /* @0 */) I'm completely stumped as to how to get around this problem. I would think the EF should know that it needs to delete the base class first, before deleting the inherited class. I know I could do some triggers or other database type solutions, but I'd rather avoid doing that if I can. All my classes are POCO built using some customized T4 templates. I don't want to paste in a lot of extraneous code, but if you need more information I'll provide what I can.

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  • Do you catch expected exceptions in the controller or business service of your asp.net mvc application

    - by Pascal
    I am developing an asp.net mvc application where user1 could delete data records which were just loaded before by user2. User2 either changes this non-existent data record (Update) or is doing an insert with this data in another table that a foreign-key constraint is violated. Where do you catch such expected exceptions? In the Controller of your asp.net mvc application or in the business service? Just a sidenote: I only catch the SqlException here if its a ForeignKey constraint exception to tell the user that another user has deleted a certain parent record and therefore he can not create the testplan. But this code is not fully implemented yet! Controller:   public JsonResult CreateTestplan(Testplan testplan)   {    bool success = false;    string error = string.Empty;    try   {    success = testplanService.CreateTestplan(testplan);    }   catch (SqlException ex)    {    error = ex.Message;    }    return Json(new { success = success, error = error }, JsonRequestBehavior.AllowGet);   } OR Business service: public Result CreateTestplan(Testplan testplan) { Result result = new Result(); try { using (var con = new SqlConnection(_connectionString)) using (var trans = new TransactionScope()) { con.Open(); _testplanDataProvider.AddTestplan(testplan); _testplanDataProvider.CreateTeststepsForTestplan(testplan.Id, testplan.TemplateId); trans.Complete(); result.Success = true; } } catch (SqlException e) { result.Error = e.Message; } return result; } then in the Controller: public JsonResult CreateTestplan(Testplan testplan)   {    Result result = testplanService.CreateTestplan(testplan);       return Json(new { success = result.success, error = result.error }, JsonRequestBehavior.AllowGet);   }

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  • UpdateModelFromDatabaseException when trying to add a table to Entity Framework model

    - by Agent_9191
    I'm running into a weird issue with Entity Framework in .NET 3.5 SP1 within Visual Studio 2008. I created a database with a few tables in SQL Server and then created the associated .edmx Entity Framework model and had no issues. I then created a new table in the database that has a foreign key to an existing table and needed to be added to the .edmx. So I opened the .edmx in Visual Studio and in the models right-clicked and chose "Update Model From Database...". I saw the new table in the "add" tab, so I checked it and clicked finish. However I get an error message with the following text: --------------------------- Microsoft Visual Studio --------------------------- An exception of type 'Microsoft.Data.Entity.Design.Model.Commands.UpdateModelFromDatabaseException' occurred while attempting to update from the database. The exception message is: 'Cannot update from the database. Cannot resolve the Name Target for ScalarProperty 'ID <==> CustomerID'.'. --------------------------- OK --------------------------- For reference, here's the tables seem to be the most pertinent to the error. CustomerPreferences already exists in the .edmx. Diets is the table that was added afterwards and trying to add to the .edmx. CREATE TABLE [dbo].[CustomerPreferences]( [ID] [uniqueidentifier] NOT NULL, [LastUpdatedTime] [datetime] NOT NULL, [LastUpdatedBy] [uniqueidentifier] NOT NULL, PRIMARY KEY CLUSTERED ( [ID] ASC )WITH (PAD_INDEX = OFF, STATISTICS_NORECOMPUTE = OFF, IGNORE_DUP_KEY = OFF, ALLOW_ROW_LOCKS = ON, ALLOW_PAGE_LOCKS = ON) ON [PRIMARY] ) ON [PRIMARY] CREATE TABLE [dbo].[Diets]( [ID] [uniqueidentifier] NOT NULL, [CustomerID] [uniqueidentifier] NOT NULL, [Description] [nvarchar](50) NOT NULL, [LastUpdatedTime] [datetime] NOT NULL, [LastUpdatedBy] [uniqueidentifier] NOT NULL, PRIMARY KEY CLUSTERED ( [ID] ASC )WITH (PAD_INDEX = OFF, STATISTICS_NORECOMPUTE = OFF, IGNORE_DUP_KEY = OFF, ALLOW_ROW_LOCKS = ON, ALLOW_PAGE_LOCKS = ON) ON [PRIMARY] ) ON [PRIMARY] GO ALTER TABLE [dbo].[Diets] WITH CHECK ADD CONSTRAINT [FK_Diets_CustomerPreferences] FOREIGN KEY([CustomerID]) REFERENCES [dbo].[CustomerPreferences] ([ID]) GO ALTER TABLE [dbo].[Diets] CHECK CONSTRAINT [FK_Diets_CustomerPreferences] GO This seems like a fairly common use case, so I'm not sure where I'm going wrong.

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  • how to find missing rows in oracle

    - by user203212
    Hi, I have a table called 2 tables create table ORDERS ( ORDER_NO NUMBER(38,0) not null, ORDER_DATE DATE not null, SHIP_DATE DATE null, SHIPPING_METHOD VARCHAR2(12) null, TAX_STATUS CHAR(1) null, SUBTOTAL NUMBER null, TAX_AMT NUMBER null, SHIPPING_CHARGE NUMBER null, TOTAL_AMT NUMBER null, CUSTOMER_NO NUMBER(38,0) null, EMPLOYEE_NO NUMBER(38,0) null, BRANCH_NO NUMBER(38,0) null, constraint ORDERS_ORDERNO_PK primary key (ORDER_NO) ); and create table PAYMENTS ( PAYMENT_NO NUMBER(38,0) NOT NULL, CUSTOMER_NO NUMBER(38,0) null, ORDER_NO NUMBER(38,0) null, AMT_PAID NUMBER NULL, PAY_METHOD VARCHAR(10) NULL, DATE_PAID DATE NULL, LATE_DAYS NUMBER NULL, LATE_FEES NUMBER NULL, constraint PAYMENTS_PAYMENTNO_PK primary key (PAYMENT_NO) ); I am trying to find how many late orders each customer have. the column late_days in PAYMENTS table has how many days the customer is late for making payments for any particular order. so I am making this query SELECT C.CUSTOMER_NO, C.lname, C.fname, sysdate, COUNT(P.ORDER_NO) as number_LATE_ORDERS FROM CUSTOMER C, orders o, PAYMENTS P WHERE C.CUSTOMER_NO = o.CUSTOMER_NO AND P.order_no = o.order_no AND P.LATE_DAYS>0 group by C.CUSTOMER_NO, C.lname, C.fname That means, I am counting the orders those have any late payments and late_days0. But this is giving me only the customers who have any orders with late_days0, but the customers who does not have any late orders are not showing up. so if one customer has 5 orders with late payments then it is showing 5 for that customer, but if a customer have 0 late orders,that customer is not selected in this query. Is there any way to select all the customers , and if he has any late orders, it will show the number and also if he does not have any late orders, it will show 0.

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  • GridView edit problem If primary key is editable (design problem)

    - by Nassign
    I would like to ask about the design of table based on it's editability in a Grid View. Let me explain. For example, I have a table named ProductCustomerRel. Method 1 CustomerCode varchar PK ProductCode varchar PK StoreCode varchar PK Quantity int Note text So the combination of the CustomerCode, StoreCode and ProductCode must be unique. The record is displayed on a gridview. The requirement is that you can edit the customer, product and storecode but when the data is saved, the PK constraint must still persist. The problem here is it would be natural for a grid to be able to edit the 3 primary key, you can only achieve the update operation of the grid view by first deleting the row and then inserting the row with the updated data. An alternative to this is to just update the table and add a SeqNo, and just enforce the unique constraint of the 3 columns when inserting and updating in the grid view. Method 2 SeqNo int PK CustomerCode varchar ProductCode varchar StoreCode varchar Quantity int Note text My question is which of the two method is better? or is there another way to do this?

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  • negative values in integer programming model

    - by Lucia
    I'm new at using the glpk tool, and after writing a model for certain integer problem and running the solver (glpsol) i get negative values in some constraint that shouldn't be negative at all: No.Row name Activity Lower bound Upper bound 8 act[1] 0 -0 9 act[2] -3 -0 10 act[2] -2 -0 That constraint is defined like this: act{j in J}: sum{i in I} d[i,j] <= y[j]*m; where the sets and variables used are like this: param m, integer, 0; param n, integer, 0; set I := 1..m; set J := 1..n; var y{j in J}, binary; As the upper bound is negative, i think the problem may be in the y[j]*m parte, of the right side of the inequality.. perhaps something with the multiplication of binarys? or that the j in that side of the constrait is undefined? i dont know... i would be greatly grateful if someone can help me with this! :) and excuse for my bad english thanks in advance!

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  • NHibernate not dropping foreign key constraints.

    - by Kendrick
    I'm new to NHibernate, so this is probably my mistake, but when I use: schema.Create(true, true); I get: SchemaExport [(null)]- There is already an object named 'XXX' in the database. System.Data.SqlClient.SqlException: There is already an object named 'XXX' in the database. I grabbed the SQL code nHibernate was using, ran it directly from MSSMS, and recieved similar errors. Looking into it, the generated code is not properly dropping the foreign key constraints. The drop looks like this: if exists (select 1 from sysobjects where id = OBJECT_ID(N'dbo[FK22212EAFBFE4C58]') AND parent_obj = OBJECT_ID('YYY')) alter table dbo.YYY drop constraint FK22212EAFBFE4C58 Doing a "select OBJECT_ID(N'dbo[FK22212EAFBFE4C58]')" I get null. If I take out the "dbo" (i.e. "select OBJECT_ID(N'[FK22212EAFBFE4C58]')") then the ID is returned. So, my question is, why is nHibernate adding the dbo, and why does that prevent the object from being returned (since the table owning the constraint is dbo.XXX) One of my mapping files: <?xml version="1.0" encoding="utf-8"?> <hibernate-mapping namespace="CanineApp.Model" assembly="CanineApp.Model" xmlns="urn:nhibernate-mapping-2.2"> <class name="MedicalLog" table="MedicalLog" schema="dbo"> <id name="MedicalLogID" type="Int64"> <generator class="identity" /> </id> <property name="InvoiceAmount" type="Decimal" not-null="true" /> ... <many-to-one name="Canine" class="Canine" column="CanineID" not-null="true" fetch="join" /> <many-to-one name="TreatmentCategory" class="TreatmentCategory" column="TreatmentCategoryID" not-null="true" access="field.camelcase-underscore" /> </class> </hibernate-mapping>

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  • Social Networking & Network Affiliations

    - by Code Sherpa
    Hi. I am in the process of planning a database for a social networking project and stumbled upon this url which is a (crude) reverse engineered guess at facebook's schema: http://www.flickr.com/photos/ikhnaton2/533233247/ What is of interest to me is the notion of "Affiliations" and I am trying to fully understand how they work, technically speaking. Where I am somewhat confused is the NetworkID column in the FacebookGroups", "FacebookEvent", and "Affiliations" tables (NID in Affiliations). How are these network affiliations interconnected? In my own project, I have a simple profile table: CREATE TABLE [dbo].[Profiles]( [profileid] [int] IDENTITY(1,1) NOT NULL, [userid] [uniqueidentifier] NOT NULL, [username] [varchar](255) COLLATE Latin1_General_CI_AI NOT NULL, [applicationname] [varchar](255) COLLATE Latin1_General_CI_AI NOT NULL, [isanonymous] [bit] NULL, [lastactivity] [datetime] NULL, [lastupdated] [datetime] NULL, CONSTRAINT [PK__Profiles__1DB06A4F] PRIMARY KEY CLUSTERED ( [profileid] ASC )WITH (IGNORE_DUP_KEY = OFF) ON [PRIMARY], CONSTRAINT [PKProfiles] UNIQUE NONCLUSTERED ( [username] ASC, [applicationname] ASC )WITH (IGNORE_DUP_KEY = OFF) ON [PRIMARY] ) ON [PRIMARY] One profile can have many affiliations. And one affiliation can have many profiles. And I would like to design it in such a way that relationships between affiliations tells me something about the associated profiles. In fact, based on the affiliations that users select, I would like to know how to infer as many things as possible about that person. My question is, how should I be designing my network affiliation tables and how do they operate per my above requirements? A rough SQL schema would be appreciated in your response. Thanks in advance...

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  • SQL Server insert performance with and without primary key

    - by Eric
    Summary: I have a table populated via the following: insert into the_table (...) select ... from some_other_table Running the above query with no primary key on the_table is ~15x faster than running it with a primary key, and I don't understand why. The details: I think this is best explained through code examples. I have a table: create table the_table ( a int not null, b smallint not null, c tinyint not null ); If I add a primary key, this insert query is terribly slow: alter table the_table add constraint PK_the_table primary key(a, b); -- Inserting ~880,000 rows insert into the_table (a,b,c) select a,b,c from some_view; Without the primary key, the same insert query is about 15x faster. However, after populating the_table without a primary key, I can add the primary key constraint and that only takes a few seconds. This one really makes no sense to me. More info: The estimated execution plan shows 0% total query time spent on the clustered index insert SQL Server 2008 R2 Developer edition, 10.50.1600 Any ideas?

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  • MySQL Multiple Table Join

    - by hitman001
    I have a 3 tables that I'm trying to join and get distinct results. CREATE TABLE `car` ( `id` int(10) unsigned NOT NULL AUTO_INCREMENT, `name` varchar(255) NOT NULL DEFAULT '', PRIMARY KEY (`id`) ) ENGINE=InnoDB mysql> select * from car; +----+-------+ | id | name | +----+-------+ | 1 | acura | +----+-------+ CREATE TABLE `tires` ( `id` int(10) unsigned NOT NULL AUTO_INCREMENT, `tire_desc` varchar(255) DEFAULT NULL, `car_id` int(10) unsigned NOT NULL, PRIMARY KEY (`id`), KEY `new_fk_constraint` (`car_id`), CONSTRAINT `new_fk_constraint` FOREIGN KEY (`car_id`) REFERENCES `car` (`id`) ON DELETE CASCADE ON UPDATE CASCADE ) ENGINE=InnoDB mysql> select * from tires; +----+-------------+--------+ | id | tire_desc | car_id | +----+-------------+--------+ | 1 | front_right | 1 | | 2 | front_left | 1 | +----+-------------+--------+ CREATE TABLE `lights` ( `id` int(10) unsigned NOT NULL AUTO_INCREMENT, `lights_desc` varchar(255) NOT NULL, `car_id` int(10) unsigned NOT NULL, PRIMARY KEY (`id`), KEY `new1_fk_constraint` (`car_id`), CONSTRAINT `new1_fk_constraint` FOREIGN KEY (`car_id`) REFERENCES `car` (`id`) ON DELETE CASCADE ON UPDATE CASCADE ) ENGINE=InnoDB mysql> select * from lights; +----+-------------+--------+ | id | lights_desc | car_id | +----+-------------+--------+ | 1 | right_light | 1 | | 2 | left_light | 1 | +----+-------------+--------+ Here is my query. mysql> SELECT name, group_concat(tire_desc), group_concat(lights_desc) FROM car left join tires on car.id = tires.car_id left join lights on car.id = car_id group by car.id; +-------+-----------------------------------------------+-----------------------------------------------+ | name | group_concat(tire_desc) | group_concat(lights_desc) | +-------+-----------------------------------------------+-----------------------------------------------+ | acura | front_right,front_right,front_left,front_left | right_light,left_light,right_light,left_light | +-------+-----------------------------------------------+-----------------------------------------------+ I get duplicate entires and this is what I would like to get. +-------+-----------------------------------------------+--------------------------------+ | name | group_concat(tire_desc) | group_concat(lights_desc) | +-------+-----------------------------------------------+--------------------------------+ | acura | front_right,front_left | right_light,left_light | +-------+-----------------------------------------------+--------------------------------+ I cannot use distinct in group_concat because I might have legitimate duplicates which I would like to keep. Is there any way to do this query using joins and not using inner selects like the statement below? SELECT name, (select group_concat(tire_desc) from tires where car.id = tires.car_id), (select group_concat(lights_desc) from lights where car.id = lights.car_id) FROM car Also, if I will use inner selects, will there be any performance issues over joins?

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  • Recap: Oracle Fusion Middleware Strategies Driving Business Innovation

    - by Harish Gaur
    Hasan Rizvi, Executive Vice President of Oracle Fusion Middleware & Java took the stage on Tuesday to discuss how Oracle Fusion Middleware helps enable business innovation. Through a series of product demos and customer showcases, Hassan demonstrated how Oracle Fusion Middleware is a complete platform to harness the latest technological innovations (cloud, mobile, social and Fast Data) throughout the application lifecycle. Fig 1: Oracle Fusion Middleware is the foundation of business innovation This Session included 4 demonstrations to illustrate these strategies: 1. Build and deploy native mobile applications using Oracle ADF Mobile 2. Empower business user to model processes, design user interface and have rich mobile experience for process interaction using Oracle BPM Suite PS6. 3. Create collaborative user experience and integrate social sign-on using Oracle WebCenter Portal, Oracle WebCenter Content, Oracle Social Network & Oracle Identity Management 11g R2 4. Deploy and manage business applications on Oracle Exalogic Nike, LA Department of Water & Power and Nintendo joined Hasan on stage to share how their organizations are leveraging Oracle Fusion Middleware to enable business innovation. Managing Performance in the Wrld of Social and Mobile How do you provide predictable scalability and performance for an application that monitors active lifestyle of 8 million users on a daily basis? Nike’s answer is Oracle Coherence, a component of Oracle Fusion Middleware and Oracle Exadata. Fig 2: Oracle Coherence enabled data grid improves performance of Nike+ Digital Sports Platform Nicole Otto, Sr. Director of Consumer Digital Technology discussed the vision of the Nike+ platform, a platform which represents a shift for NIKE from a  "product"  to  a "product +" experience.  There are currently nearly 8 million users in the Nike+ system who are using digitally-enabled Nike+ devices.  Once data from the Nike+ device is transmitted to Nike+ application, users access the Nike+ website or via the Nike mobile applicatoin, seeing metrics around their daily active lifestyle and even engage in socially compelling experiences to compare, compete or collaborate their data with their friends. Nike expects the number of users to grow significantly this year which will drive an explosion of data and potential new experiences. To deal with this challenge, Nike envisioned building a shared platform that would drive a consumer-centric model for the company. Nike built this new platform using Oracle Coherence and Oracle Exadata. Using Coherence, Nike built a data grid tier as a distributed cache, thereby provide low-latency access to most recent and relevant data to consumers. Nicole discussed how Nike+ Digital Sports Platform is unique in the way that it utilizes the Coherence Grid.  Nike takes advantage of Coherence as a traditional cache using both cache-aside and cache-through patterns.  This new tier has enabled Nike to create a horizontally scalable distributed event-driven processing architecture. Current data grid volume is approximately 150,000 request per minute with about 40 million objects at any given time on the grid. Improving Customer Experience Across Multiple Channels Customer experience is on top of every CIO's mind. Customer Experience needs to be consistent and secure across multiple devices consumers may use.  This is the challenge Matt Lampe, CIO of Los Angeles Department of Water & Power (LADWP) was faced with. Despite being the largest utilities company in the country, LADWP had been relying on a 38 year old customer information system for serving its customers. Their prior system  had been unable to keep up with growing customer demands. Last year, LADWP embarked on a journey to improve customer experience for 1.6million LA DWP customers using Oracle WebCenter platform. Figure 3: Multi channel & Multi lingual LADWP.com built using Oracle WebCenter & Oracle Identity Management platform Matt shed light on his efforts to drive customer self-service across 3 dimensions – new website, new IVR platform and new bill payment service. LADWP has built a new portal to increase customer self-service while reducing the transactions via IVR. LADWP's website is powered Oracle WebCenter Portal and is accessible by desktop and mobile devices. By leveraging Oracle WebCenter, LADWP eliminated the need to build, format, and maintain individual mobile applications or websites for different devices. Their entire content is managed using Oracle WebCenter Content and secured using Oracle Identity Management. This new portal automated their paper based processes to web based workflows for customers. This includes automation of Self Service implemented through My Account -  like Bill Pay, Payment History, Bill History and Usage Analysis. LADWP's solution went live in April 2012. Matt indicated that LADWP's Self-Service Portal has greatly improved customer satisfaction.  In a JD Power Associates website satisfaction survey, results indicate rankings have climbed by 25+ points, marking a remarkable increase in user experience. Bolstering Performance and Simplifying Manageability of Business Applications Ingvar Petursson, Senior Vice Preisdent of IT at Nintendo America joined Hasan on-stage to discuss their choice of Exalogic. Nintendo had significant new requirements coming their way for business systems, both internal and external, in the years to come, especially with new products like the WiiU on the horizon this holiday season. Nintendo needed a platform that could give them performance, availability and ease of management as they deploy business systems. Ingvar selected Engineered Systems for two reasons: 1. High performance  2. Ease of management Figure 4: Nintendo relies on Oracle Exalogic to run ATG eCommerce, Oracle e-Business Suite and several business applications Nintendo made a decision to run their business applications (ATG eCommerce, E-Business Suite) and several Fusion Middleware components on the Exalogic platform. What impressed Ingvar was the "stress” testing results during evaluation. Oracle Exalogic could handle their 3-year load estimates for many functions, which was better than Nintendo expected without any hardware expansion. Faster Processing of Big Data Middleware plays an increasingly important role in Big Data. Last year, we announced at OpenWorld the introduction of Oracle Data Integrator for Hadoop and Oracle Loader for Hadoop which helps in the ability to move, transform, load data to and from Big Data Appliance to Exadata.  This year, we’ve added new capabilities to find, filter, and focus data using Oracle Event Processing. This product can natively integrate with Big Data Appliance or runs standalone. Hasan briefly discussed how NTT Docomo, largest mobile operator in Japan, leverages Oracle Event Processing & Oracle Coherence to process mobile data (from 13 million smartphone users) at a speed of 700K events per second before feeding it Hadoop for distributed processing of big data. Figure 5: Mobile traffic data processing at NTT Docomo with Oracle Event Processing & Oracle Coherence    

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  • TGIF: Engagement Wrap-up

    - by Michael Snow
    We've had a very busy week here at Oracle and as we build up to Oracle OpenWorld starting in less than 10 days - it doesn't look like things will be slowing down. Engagement is definitely in the air this week. Our friend, John Mancini published a great article entitled: "The World of Engagement" on his Digital Landfill blog yesterday and we hosted a great webcast with R "Ray" Wang from Constellation Research yesterday on the "9 C's of Engagement". 12.00 Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} I wanted to wrap-up the week with some key takeaways from our webcast yesterday with Ray Wang. If you missed the webcast yesterday, fear not - it is now available  On-Demand. We'll leave you this week with lots of questions about how to navigate these churning waters of engagement. Stay tuned to the Oracle WebCenter Social Business Thought Leaders Webcast Series as we fuel this dialogue. 12.00 Normal 0 false false false EN-US X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif"; mso-bidi-font-family:"Times New Roman";} Company Culture Does company support a culture of putting customer satisfaction ahead of profits? Does culture promote creativity and cross functional employee collaboration? Does culture accept different views of multi-generational workforce? Does culture promote employee training and skills development Does culture support upward mobility and long term retention? Does culture support work-life balance? Does the culture provide rewards for employee for outstanding customer support? Channels What are the current primary channels for customer communications? What do you think will be the primary channels in two years? Is company developing support model for emerging channels? Do all channels consistently deliver the same level of customer support? Do you know the cost per transaction across all channels? Do you engage customers proactively across multiple channels? Do all channels have access to the same customer information? Community Does company extend customer support into virtual communities of interest? Does company facilitate educating users through its virtual communities? Does company mine its customer’s experience into useful data? Does company increase the value for customers through using data to deliver new products and services? Does company support two way interactions with its customers through communities of interest? Does company actively support social CRM, online communities and social media markets? Credibility Does company market its trustworthiness through external certificates such as business licenses, BBB certificates or other validations? Does company promote trust through customer testimonials and case studies on ethical business practices? Does company promote truthful market campaigns Does company make it easy for customers to complain? Does company build its reputation for standing behind its products with guarantees for satisfaction? Does company protect its customer data with high security measures> Content What sources do you use to create customer content? Does company mine social media and blogs for customer content? How does your company sort, store and retain its customer content? How frequently does content get updated? What external sources do you use for customer content? How many responses are typically received from a knowledge management system inquiry? Does your company use customer content to design and develop new product and services? Context Does your company market to customers in clusters or individually? Does your company customize its messages and personalize them to specific needs of each individual customer? Does your company store customer data based on their past behaviors, purchases, sentiment analysis and current activities? Does your company manage customer context according to channels used? For example identify personal use channels versus business channels? What is your frequency of collecting customer activities across various touch points? How is your customer data stored and analyzed? Is contextual data used for future customer outreach? Cadence Which channels does your company measure-web site visits, phone calls, IVR, store visits, face to face, social media? Does company make effective use of cross channel marketing to promote more frequent customer engagement? Does your company rate the patterns relevant for your product or service and monitor usage against this pattern? Does your company measure the frequency of both online and offline channels? Does your company apply metrics to the frequency of customer engagements with product or services revenues? Does your company consolidate data for customer engagement across various channels for a complete view of its customer? Catalyst Does company offer coupon discounts? Does company have a customer loyalty program or a VIP membership program? Does company mine customer data to target specific groups of buyers? Do internal employees serve as ambassadors for customer programs? Does company drive loyalty through social media loyalty programs? Does company build rewards based on using loyalty data? Does company offer an employee incentive program to drive customer loyalty?

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  • Let your Signature Experience drive IT-decision making

    - by Tania Le Voi
    Today’s CIO job description:  ‘’Align IT infrastructure and solutions with business goals and objectives ; AND while doing so reduce costs; BUT ALSO, be innovative, ensure the architectures are adaptable and agile as we need to act today on the changes that we may request tomorrow.”   Sound like an unachievable request? The fact is, reality dictates that CIO’s are put under this type of pressure to deliver more with less. In a past career phase I spent a few years as an IT Relationship Manager for a large Insurance company. This is a role that we see all too infrequently in many of our customers, and it’s a shame.  The purpose of this role was to build a bridge, a relationship between IT and the business. Key to achieving that goal was to ensure the same language was being spoken and more importantly that objectives were commonly understood - hence service and projects were delivered to time, to budget and actually solved the business problems. In reality IT and the business are already married, but the relationship is most often defined as ‘supplier’ of IT rather than a ‘trusted partner’. To deliver business value they need to understand how to work together effectively to attain this next level of partnership. The Business cannot compete if they do not get a new product to market ahead of the competition, or for example act in a timely manner to address a new industry problem such as a legislative change. An even better example is when the Application or Service fails and the Business takes a hit by bad publicity, being trending topics on social media and losing direct revenue from online channels. For this reason alone Business and IT need the alignment of their priorities and deliverables now more than ever! Take a look at Forrester’s recent study that found ‘many IT respondents considering themselves to be trusted partners of the business but their efforts are impaired by the inadequacy of tools and organizations’.  IT Meet the Business; Business Meet IT So what is going on? We talk about aligning the business with IT but the reality is it’s difficult to do. Like any relationship each side has different goals and needs and language can be a barrier; business vs. technology jargon! What if we could translate the needs of both sides into actionable information, backed by data both sides understand, presented in a meaningful way?  Well now we can with the Business-Driven Application Management capabilities in Oracle Enterprise Manager 12cR2! Enterprise Manager’s Business-Driven Application Management capabilities provide the information that IT needs to understand the impact of its decisions on business criteria.  No longer does IT need to be focused solely on speeds and feeds, performance and throughput – now IT can understand IT’s impact on business KPIs like inventory turns, order-to-cash cycle, pipeline-to-forecast, and similar.  Similarly, now the line of business can understand which IT services are most critical for the KPIs they care about. There are a good deal of resources on Oracle Technology Network that describe the functionality of these products, so I won’t’ rehash them here.  What I want to talk about is what you do with these products. What’s next after we meet? Where do you start? Step 1:  Identify the Signature Experience. This is THE business process (or set of processes) that is core to the business, the one that drives the economic engine, the process that a customer recognises the company brand for, reputation, the customer experience, the process that a CEO would state as his number one priority. The crème de la crème of your business! Once you have nailed this it gets easy as Enterprise Manager 12c makes it easy. Step 2:  Map the Signature Experience to underlying IT.  Taking the signature experience, map out the touch points of the components that play a part in ensuring this business transaction is successful end to end, think of it like mapping out a critical path; the applications, middleware, databases and hardware. Use the wealth of Enterprise Manager features such as Systems, Services, Business Application Targets and Business Transaction Management (BTM) to assist you. Adding Real User Experience Insight (RUEI) into the mix will make the end to end customer satisfaction story transparent. Work with the business and define meaningful key performance indicators (KPI’s) and thresholds to enable you to report and action upon. Step 3:  Observe the data over time.  You now have meaningful insight into every step enabling your signature experience and you understand the implication of that experience on your underlying IT.  Watch if for a few months, see what happens and reconvene with your business stakeholders and set clear and measurable targets which can re-define service levels.  Step 4:  Change the information about which you and the business communicate.  It’s amazing what happens when you and the business speak the same language.  You’ll be able to make more informed business and IT decisions. From here IT can identify where/how budget is spent whether on the level of support, performance, capacity, HA, DR, certification etc. IT SLA’s no longer need be focused on metrics such as %availability but structured around business process requirements. The power of this way of thinking doesn’t end here. IT staff get to see and understand how their own role contributes to the business making them accountable for the business service. Take a step further and appraise your staff on the business competencies that are linked to the service availability. For the business, the language barrier is removed by producing targeted reports on the signature experience core to the business and therefore key to the CEO. Chargeback or show back becomes easier to justify as the ‘cost of day per outage’ can be more easily calculated; the business will be able to translate the cost to the business to the cost/value of the underlying IT that supports it. Used this way, Oracle Enterprise Manager 12c is a key enabler to a harmonious relationship between the end customer the business and IT to deliver ultimate service and satisfaction. Just engage with the business upfront, make the signature experience visible and let Enterprise Manager 12c do the rest. In the next blog entry we will cover some of the Enterprise Manager features mentioned to enable you to implement this new way of working.  

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  • Simplifying Human Capital Management with Mobile Applications

    - by HCM-Oracle
    By Aaron Green If you're starting to think 'mobility' is a recurring theme in your reading, you'd be right. For those who haven't started to build organisational capabilities to leverage it, it's fair to say you're late to the party. The good news: better late than never. Research firm eMarketer says the worldwide smartphone audience will total 1.75 billion this year, while communications technology and services provider Ericsson suggests smartphones will triple to 5.6 billion globally by 2019. It should be no surprise, smart phone adoption is reaching the farthest corners of the globe; the subsequent impact of enterprise applications enabled by these devices is driving business performance improvement and will continue to do so. Companies using advanced workforce analytics can add significantly to the bottom line, while impacting customer satisfaction, quality and productivity. It's a statement that makes most business leaders sit forward in their chairs. Achieving these three standards is like sipping The Golden Elixir for the business world. No-one would argue their importance. So what are 'advanced workforce analytics?' Simply, they're unprecedented access to workforce trends and performance markers. Many are made possible by a mobile world and the enterprise applications that come with it on smart devices. Some refer to it as 'the consumerisation of IT'. As this phenomenon has matured and become more widely appreciated it has impacted the spectrum of functional units within an enterprise differently, but powerfully. Whether it's sales, HR, marketing, IT, or operations, all have benefited from a more mobile approach. It has been the catalyst for improvement in, and management of, the employee experience. The net result of which is happier customers. The obvious benefits but the lesser realised impact Most people understand that mobility allows for greater efficiency and productivity, collaboration and flexibility, but how that translates into business outcomes within the various functional groups is lesser known. In actuality mobility has helped galvanise partnerships between cross-functional groups within the enterprise. Where in some quarters it was once feared mobility could fragment a workforce, its rallying cry of support is coming from what you might describe as an unlikely source - HR. As the bedrock of an enterprise, it is conceivable HR might contemplate the possible negative impact of a mobile workforce that no-longer sits in an office, at the same desks every day. After all, who would know what they were doing or saying? How would they collaborate? It's reasonable to see why HR might have a legitimate claim to try and retain as much 'perceived control' as possible. The reality however is mobility has emancipated human capital and its management. Mobility and enterprise applications are expediting decision making. Google calls it Zero Moment of Truth, or ZMOT. It enables smoother operation and can contribute to faster growth. From a collaborative perspective, with the growing use of enterprise social media, which in many cases is being driven by HR, workforce planning and the tangible impact of change is much easier to map. This in turn provides a platform from which individuals and teams can thrive. With more agility and ability to anticipate, staff satisfaction and retention is higher, and real time feedback constant. The management team can save time, energy and costs with more accurate data, which is then intelligently applied across the workforce to truly engage with staff, customers and partners. From a human capital management (HCM) perspective, mobility can help you close the loop on true talent management. It can enhance what managers can offer and what employees can provide in return. It can create nested relationships and powerful partnerships. IT and HR - partners and stewards of mobility One effect of enterprise mobility is an evolution in the nature of the relationship between HR and IT from one of service provision to partnership. The reason for the dynamic shift is largely due to the 'bring your own device' (BYOD) movement, which is transitioning to a 'bring your own application' (BYOA) scenario. As enterprise technology has in some ways reverse-engineered its solutions to help manage this situation, the partnership between IT (the functional owner) and HR (the strategic enabler) is deeply entrenched. And it has to be. The CIO and the HR leader are faced with compliance and regulatory issues and concerns around information security and personal privacy on a daily basis, complicated by global reach and varied domestic legislation. There are tens of thousands of new mobile apps entering the market each month and, unlike many consumer applications which get downloaded but are often never opened again after initial perusal, enterprise applications are being relied upon by functional groups, not least by HR to enhance people management. It requires a systematic approach across all applications in use within the enterprise in order to ensure they're used to best effect. No turning back, and no desire to With real time analytics on performance and the ability for immediate feedback, there is no turning back for managers. In my experience with Oracle, our customers' operational efficiency is at record levels. It's clear as a result of the combination of individual KPIs and organisational goals, CIOs have been able to give HR leaders the ability to build predictive models that feed into an enterprise organisations' evolving strategy. It also helps them ensure regulatory compliance much more easily. Once an arduous task, with mobile enabled automation and quality data, compliance is simpler. Their world has changed for the better. For the CIO, mobility also assists them to optimise performance. While it doesn't come without challenges, mobile-enabled applications and the native experience users have with them means employees don't need high-level technical expertise to train users. It reduces the training and engagement required from the IT team so they can focus on other things that deliver value to the bottom line; all the while lowering the cost of assets and related maintenance work by simplifying processes. Rewards of a mobile enterprise outweigh risks With mobile tools allowing us to increasingly integrate our personal and professional lives, terms like "office hours" are becoming irrelevant, so work/life balance is a cultural must. Enterprises are expected to offer tools that enable workers to access information from anywhere, at any time, from any device. Employees want simplicity and convenience but it doesn't stop at private enterprise. This is a societal shift. Governments, which traditionally have been known to be slower to adopt newer technology, are also offering support for local businesses to go mobile. Several state government websites have advice on how to create mobile apps and more. And as recently as last week the Victorian Minister for Technology Gordon Rich-Phillips unveiled his State government's ICT roadmap for the next two years, which details an increased use of the public cloud, as well as mobile communications, and improved access to online data-sets. Tech giants are investing significantly in solutions designed to simplify mobile deployment and enablement. The mobility trend is creating a wave of change in the industry and driving transformation in the enterprise. If you're not on that wave, the business risk continues to rise as your competitiveness drops. Aaron is the Vice President of HCM Strategy at Oracle Corporation where he is responsible for researching and identifying emerging trends in the practice of Human Resources and works to deliver industry-leading technology solutions. Other responsibilities include, ownership of Oracle's innovative HCM solutions across JAPAC and enabling organisations to transform and modernise their workforce tools. Follow him on Twitter @aaronjgreen

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  • FOUR questions to ask if you are implementing DATABASE-AS-A-SERVICE

    - by Sudip Datta
    During my ongoing tenure at Oracle, I have met all types of DBAs. Happy DBAs, unhappy DBAs, proud DBAs, risk-loving DBAs, cautious DBAs. These days, as Database-as-a-Service (DBaaS) becomes more mainstream, I find some complacent DBAs who are basking in their achievement of having implemented DBaaS. Some others, however, are not that happy. They grudgingly complain that they did not have much of a say in the implementation, they simply had to follow what their cloud architects (mostly infrastructure admins) offered them. In most cases it would be a database wrapped inside a VM that would be labeled as “Database as a Service”. In other cases, it would be existing brute-force automation simply exposed in a portal. As much as I think that there is more to DBaaS than those approaches and often get tempted to propose Enterprise Manager 12c, I try to be objective. Neither do I want to dampen the spirit of the happy ones, nor do I want to stoke the pain of the unhappy ones. As I mentioned in my previous post, I don’t deny vanilla automation could be useful. I like virtualization too for what it has helped us accomplish in terms of resource management, but we need to scrutinize its merit on a case-by-case basis and apply it meaningfully. For DBAs who either claim to have implemented DBaaS or are planning to do so, I simply want to provide four key questions to ponder about: 1. Does it make life easier for your end users? Database-as-a-Service can have several types of end users. Junior DBAs, QA Engineers, Developers- each having their own skillset. The objective of DBaaS is to make their life simple, so that they can focus on their core responsibilities without having to worry about additional stuff. For example, if you are a Developer using Oracle Application Express (APEX), you want to deal with schema, objects and PL/SQL code and not with datafiles or listener configuration. If you are a QA Engineer needing database copies for functional testing, you do not want to deal with underlying operating system patching and compliance issues. The question to ask, therefore, is, whether DBaaS makes life easier for those users. It is often convenient to give them VM shells to deal with a la Amazon EC2 IaaS, but is that what they really want? Is it a productive use of a developer's time if he needs to apply RPM errata to his Linux operating system. Asking him to keep the underlying operating system current is like making a guest responsible for a restaurant's decor. 2. Does it make life easier for your administrators? Cloud, in general, is supposed to free administrators from attending to mundane tasks like provisioning services for every single end user request. It is supposed to enable a readily consumable platform and enforce standardization in the process. For example, if a Service Catalog exposes DBaaS of specific database versions and configurations, it, by its very nature, enforces certain discipline and standardization within the IT environment. What if, instead of specific database configurations, cloud allowed each end user to create databases of their liking resulting in hundreds of version and patch levels and thousands of individual databases. Therefore the right question to ask is whether the unwanted consequence of DBaaS is OS and database sprawl. And if so, who is responsible for tracking them, backing them up, administering them? Studies have shown that these administrative overheads increase exponentially with new targets, and it could result in a management nightmare. That leads us to our next question. 3. Does it satisfy your Security Officers and Compliance Auditors? Compliance Auditors need to know who did what and when. They also want the cloud platform to be secure, so that end users have little freedom in tampering with it. Dealing with VM sprawl is not the easiest of challenges, let alone dealing with them as they keep getting reconfigured and moved around. This leads to the proverbial needle in the haystack problem, and all it needs is one needle to cause a serious compliance issue in the enterprise. Bottomline is, flexibility and agility should not come at the expense of compliance and it is very important to get the balance right. Can we have security and isolation without creating compliance challenges? Instead of a ‘one size fits all approach’ i.e. OS level isolation, can we think smartly about database isolation or schema based isolation? This is where the appropriate resource modeling needs to be applied. The usual systems management vendors out there with heterogeneous common-denominator approach have compromised on these semantics. If you follow Enterprise Manager’s DBaaS solution, you will see that we have considered different models, not precluding virtualization, for different customer use cases. The judgment to use virtual assemblies versus databases on physical RAC versus Schema-as-a-Service in a single database, should be governed by the need of the applications and not by putting compliance considerations in the backburner. 4. Does it satisfy your CIO? Finally, does it satisfy your higher ups? As the sponsor of cloud initiative, the CIO is expected to lead an IT transformation project, not merely a run-of-the-mill IT operations. Simply virtualizing server resources and delivering them through self-service is a good start, but hardly transformational. CIOs may appreciate the instant benefit from server consolidation, but studies have revealed that the ROI from consolidation would flatten out at 20-25%. The question would be: what next? As we go higher up in the stack, the need to virtualize, segregate and optimize shifts to those layers that are more palpable to the business users. As Sushil Kumar noted in his blog post, " the most important thing to note here is the enterprise private cloud is not just an IT project, rather it is a business initiative to create an IT setup that is more aligned with the needs of today's dynamic and highly competitive business environment." Business users could not care less about infrastructure consolidation or virtualization - they care about business agility and service level assurance. Last but not the least, lot of CIOs get miffed if we ask them to throw away their existing hardware investments for implementing DBaaS. In Oracle, we always emphasize on freedom of choosing a platform; hence Enterprise Manager’s DBaaS solution is platform neutral. It can work on any Operating System (that the agent is certified on) Oracle’s hardware as well as 3rd party hardware. As a parting note, I urge you to remember these 4 questions. Remember that your satisfaction as an implementer lies in the satisfaction of others.

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  • Will this force a reinitialize in Merge Replication Topology?

    - by Refracted Paladin
    I need to add a couple of columns to a table that is a part of a replication set. It is not a constraint coulumn or a part of any article filters and it allows NULL. I have a pretty good idea that I can run this -- ALTER TABLE tblPlanDomain ADD ReportWageES VARCHAR (100) NULL and NOT force all my clients to reinitialize but I was hoping for some reassurance. Can anyone verify this one way or the other for me? Thanks,

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  • How to manage two separate testing teams using different test tracking tools

    - by newuser
    I have two independent testing teams currently testing the same application. One team is using ClearQuest, and the other is using Mantis. It has been a huge effort to manage all of the duplicate reported bugs. What options would improve this situation? My constraint is that the ClearQuest team will not change test reporting tools. The migration to ClearQuest also comes with a large training effort.

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  • Disadvantages of not having a swap partition

    - by Bo Tian
    I recently installed Ubuntu 10.04 on my laptop. Due to space constraint of the SSD, I did not set a swap partition for the OS, and I have 1.5GB of RAM. There's a warning during installation, but I think it's not a big deal since everything went smoothly. For the long term, would there be any drawbacks of not having a swap partition?

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  • Is it possible that an insert would use parallelism?

    - by Lieven Cardoen
    In what situation can inserting a simple record (the table has got some 10 columns, two of them are xml) use parallelism? CREATE TABLE [dbo].[PackageSessions]( [PackageSessionId] [int] IDENTITY(1,1) NOT NULL, [PackageId] [int] NOT NULL, [UserId] [int] NOT NULL, [StartDateTime] [datetime] NULL, [StopDateTime] [datetime] NULL, [Score] [float] NOT NULL, [ScoreMax] [float] NOT NULL, [CompletionStatus] [int] NOT NULL, [ReviewPlayerContextId] [int] NOT NULL, [PlayerContextId] [int] NOT NULL, [ReducedScore] [float] NOT NULL, [ReducedScoreMax] [float] NOT NULL, [PackageSnapShot] [xml] NULL, [InterfaceLanguageId] [int] NOT NULL, [Data] [xml] NULL, [PackageSessionLanguageId] [int] NOT NULL, CONSTRAINT [PackageSessions_PK] PRIMARY KEY CLUSTERED ( [PackageSessionId] ASC )WITH (PAD_INDEX = OFF, STATISTICS_NORECOMPUTE = OFF, IGNORE_DUP_KEY = OFF, ALLOW_ROW_LOCKS = ON, ALLOW_PAGE_LOCKS = ON) ON [PRIMARY] ) ON [PRIMARY]

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  • SQL Statement Help... Ignore already existing rows

    - by Funchy
    I have a table with a foreign key constraint and the command below gives me an error because it's trying to set a value that already in the provider table. How do I update this command to ignore those rows that already exist in the provider table? UPDATE b SET b.iProvider_PVN = a.POIN FROM dbo.ASPVNTOPOIN_stg a INNER JOIN dbo.Provider b ON a.ASPVN = b.iProvider_PVN AND b.vcProv_Type = 'IPA' LEFT JOIN dbo.Provider c ON a.POIN = c.iProvider_PVN WHERE c.iProvider_PVN IS NULL

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